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Cross Cultural Management

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Cross Cultural Management
Leeds metropolitan university, uk | Action Plan | Cross-Cultural Management | Submitted By – Ashish Arora Submitted To – Dr. Ruchi Sharma (Module Tutor)Submitted On – 16th November 2012 | | |

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Analysis on Cross-Cultural Training by Organizations

Article 1 –
Simulation training methods to develop cultural awareness
This paper aims to review stimulation methods which are available for the training to develop cultural awareness for business people. The paper reviews the methods of training available and cites the advantages, disadvantages and examples of good practice. Paper found that development of cultural awareness and cultural sensitivity is of a fundamental importance for those working in international community. The methods described in this paper involve simulation exercises for use at various levels of business training. (Hurn, 2011)
Article 2 –
Cross-cultural perspectives for quality training
This report focuses on the training methods opted by organizations to train employees according to different culture and suggest ways to improve the training quality by the analysis of needs within expatriates. It also suggests some countries where these training programs can be done and it matches the indicated needs with global business growth pattern. It also shows a report of survey of trainers and a review of global commerce which reveals a high mismatch between countries identified and emerging global markets. It also cites a strong need for reformulating cross-cultural training strategies and processes.
(Grahn and Swenson, 2000)
Article 3 –
Enhancing Managerial Cross-cultural Awareness and Sensitivity: Transactional Analysis Revisited
According to the study major problem faced by organizations in today’s world is how to prepare managers to operate effectively within different culture. Many


References: Park, H. and Kline, J. (1993) Enhancing Managerial Cross-cultural Awareness and Sensitivity: Transactional Analysis Revisited. Journal of Management Development, 12 (3) June, pp. 20-29. Grahn, J. (2000) Cross-cultural perspective for quality training. Cross Cultural Management: An International Journal, 7 (3) August, pp. 19-24. Hurn, B. (2011) Simulation training methods to develop cultural awareness. Industrial and Commercial Training, 43 (4) August, pp. 199-205. Hassi, A. and Storti, G. (2011) Organizational training across cultures: variations in practices and attitudes. Journal of European Industrial Training, 35 (1) January, pp. 45-70. Hurn, B. (2007) Pre-departure training for international business managers. Industrial and Commercial Training, 39 (1) April, pp. 9-17. Morris, A. and Robie, C. (2001) A meta-analysis of the effects of cross-cultural training on expatriate performance and adjustment. International Journal of Training & Development, 5 (2) June, pp. 112-126. Waxin, M. (2005) Cross-cultural training to facilitate expatriate adjustment: It works!. Personnel Review, 34 (1) July, pp. 51-67. Littrell, L. and Salas, E. (2005) A Review of Cross-Cultural Training: Best Practices, Guidelines, and Research Needs. Human Resource Development Review, 4 (3) September, pp. 305-334. Gani, A. (2009) Cross-cultural training, expatriate self-efficacy, and adjustments to overseas assignments: An empirical investigation of managers in Asia. International Journal of Intercultural Relations, 33 (4) July, pp. 277-290. Selmer, J. (2005) Cross-cultural training and expatriate adjustment in China: Western joint venture managers. Personnel Review, 34 (1) March, pp. 68-84.
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